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P2050-005 - IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1 - Dump Information

Vendor : IBM
Exam Code : P2050-005
Exam Name : IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1
Questions and Answers : 30 Q & A
Updated On : April 23, 2019
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P2050-005 Questions and Answers

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P2050-005 IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1

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Exam Questions Updated On :



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P2050-005 exam Dumps Source : IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1

Test Code : P2050-005
Test Name : IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1
Vendor Name : IBM
Q&A : 30 Real Questions

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IBM IBM Commerce Solutions Supply

IBM shifts focal point with sale of Watson marketing, commerce solutions | killexams.com Real Questions and Pass4sure dumps

Dive quick:
  • IBM plans to sell its Watson advertising and commerce solutions to the deepest fairness company Centerbridge companions, the enterprise introduced in a press release late closing week. economic terms of the transaction had been no longer disclosed, but the deal is expected to close in mid-2019.
  • The Watson advertising and marketing platform's management group, ability pool and expertise suite will be carried over as part of the transition, though Centerbridge goals to create a brand new name and branding for the unit as a standalone enterprise. Mark Simpson, currently VP of commerce and marketing at IBM, will circulate into the executive government function for the brand new business following the deal's close. IBM also mentioned it'll continue to collaborate with Centerbridge on work involving the cloud and synthetic intelligence (AI).
  • The sale comes as IBM appears to ramp up a spotlight particularly on the deliver chain, together with via greater development of AI, blockchain and the information superhighway of issues, widely wide-spread supervisor Inhi Suh wrote in a company blog submit about the news. IBM prior to now offloaded components of its marketing and commerce division to global enterprise applied sciences firm HCL in December in a deal worth $1.8 billion. IBM has indicated that transaction will also shut in mid-2019.
  • Dive perception:

    IBM has been an early proponent of AI for business, but, going ahead, seems to putting its bet on the tech's expertise for remaking supply chain management over advertising and marketing. IBM's move to sell off its Watson advertising and commerce offerings, which are break away its usual Watson AI, signals that the business probably skilled difficulty in scaling up a digital promoting and e-commerce business in a box dominated by using gamers like Google, facebook and Amazon. IBM established lots of its Watson advertising and marketing products around AI, automation and personalization, which might be in high demand from marketers as they battle to combine expertise into their campaigns and tailor important consumer experiences.

    terms like hyper-personalization are becoming more typical within the trade, however many leaders think unwell-prepared to fulfill those dreams. simply 9% of surveyed entrepreneurs have fully developed a hyper-personalization method, relating to customized advertising and marketing that mixes AI and true-time records, in response to a fresh look at via the firm Ascend2.

    That gap between the experiences patrons expect from brands and what manufacturers definitely deliver changed into obviously one IBM turned into seeking to fill with its proposition round advertising and commerce this is supported by Watson. Yet indications of fight may've first arisen when IBM divested components of its advertising and marketing unit to HCL late last year. Regardless, the neighborhood incessantly brought new products in a push to dwell resourceful, which may've made it an attractive goal for Centerbridge.

    IBM in October unveiled a collection of recent solutions, together with an interactive, AI-powered display structure called Watson adverts Omni; a media optimizer that leveraged MediaMath's cloud-primarily based DSP and DMP; and an intelligent Bidder device that used AI to try and optimize programmatic paid media spend and reduce charge per acquisition. The Media Optimizer and intelligent Bidder are covered within the Centerbridge deal, along with IBM's advertising and marketing Assistant, campaign Automation, content material Hub, personalised Search, precise-Time Personalization equipment and extra.

    The further formation of a brand new, standalone enterprise below Centerbridge, which intends to have its own board of administrators with competencies in advertising and marketing and application, suggests that these applied sciences will proceed to be doable for marketers to tap into going forward, albeit under a different company identify.

    "we are deeply dedicated to advancing these compelling products via persevered investment and intend to speed up existing product roadmaps and introduce new classes," Jared Hendricks, senior managing director on the long island-based inner most fairness enterprise, referred to in a press release.


    IBM's Blockchain provider Adopted with the aid of Albertsons groups | killexams.com Real Questions and Pass4sure dumps

    overseas company Machines organization’s IBM blockchain-pushed options proceed to win adoption from marketers. recently, IBM food have confidence community was chosen via Albertsons businesses — a U.S.-primarily based meals and drug retailer.

    IBM's meals trust service offers more desirable meals traceability to investigate credibility of sourcing and consumption safety. It makes use of open source know-how in keeping with Hyperledger textile, which enable marketers to track meals give chain in its entirety.

    additionally, the business’s food believe offering, which will also be availed as a subscription carrier, offers clients the luxury of environment their personal facts rules that ensures a at ease platform.

    We agree with that incremental adoption of IBM’s blockchain carrier, on the back of sturdy records privateness and traceability facets, is expected to choose precise line increase.

    IBM salary (Quarterly)

     

    foreign business Machines business enterprise profits (Quarterly) | overseas company Machines company Quote

     

    Key Takeaways

    With an intention to roll out the solution to music the credibility of romaine lettuce sourcing, Albertsons corporations will finally installation the answer to the own manufacturers portfolio and different meals classes.

    In 2018, outbreak of E. coli in the united states reportedly affected a big number of americans. This was linked to contaminated romaine lettuce, which is noteworthy in this regard.

    Evolving client calls for comprises figuring out the conclusion-to-end particulars of the experience of the genuine meals merchandise from the source to dining table. Blockchain expertise gives effective methodology to trace items, admire plausible sources of infection to keep away from and handle such situations in actual time.

    specifically, Walmart WMT has asked its “leafy vegetables suppliers” to conform to IBM’s food have confidence network’s blockchain-based tracking system by using September 2019.

    in reality, pretty much 80 manufacturers together with The Kroger Co. KR, Nestle, Unilever and others have deployed IBM food believe blockchain features. Per IBM, “more than five million meals items digitized on the answer are on retail shelves.”

    The increasing clientele strengthens IBM’s food have faith network with higher quantity of go sectional data which can also be utilized to obtain greater significant insights. This, in turn, makes the equipment extra clear and productive as well as ensures a safer meals provide ecosystem.

    What buyers may still recognize?

    Per IDC data, spending on blockchain options is expected to surge 88.7% 12 months over year to $2.9 billion in 2019. also, spending is anticipated to witness a CAGR of 76% between 2018 and 2022 time body and hit $12.four billion.

    additionally, blockchain technology market is projected to reach $23.3 billion through 2023 from estimated $1.2 billion in 2018 at a CAGR of eighty.2%, per records from MarketsandMarkets.

    We agree with that IBM’s initiatives to support clientele deliver capabilities in real time in the course of the blockchain-expertise will increase long-term boom possibilities.

    besides the fact that children, big growth probability is attracting tech giants into the blockchain market. severe competition from Microsoft MSFT, Accenture, SAP, facebook and others, in the blockchain capabilities space is a headwind.

    in addition, ballooning debt degrees amid restructuring company actions are most important considerations.

    presently, IBM carries a Zacks Rank #four (promote).

    you could see the finished list of nowadays’s Zacks #1 Rank (robust buy) shares right here.

    largest Tech step forward in a technology

    Be among the many early buyers in the new category of machine that consultants say may influence society as plenty because the discovery of electricity. existing know-how will soon be out of date and changed by way of these new contraptions. in the procedure, it’s anticipated to create 22 million jobs and generate $12.three trillion in recreation.

    A opt for few shares might skyrocket the most as rollout hurries up for this new tech. Early buyers could see positive aspects comparable to purchasing Microsoft in the 1990s. Zacks’ simply-launched special report reveals 7 shares to monitor. The document is just obtainable for a restricted time.

    See 7 step forward stocks now>>

    want the newest options from Zacks investment analysis? today, which you can down load 7 most efficient stocks for the subsequent 30 Days. click on to get this free document international enterprise Machines supplier (IBM) : Free stock analysis report Microsoft service provider (MSFT) : Free stock evaluation document Walmart Inc. (WMT) : Free inventory evaluation record The Kroger Co. (KR) : Free inventory evaluation file To read this article on Zacks.com click on right here.


    IBM to provide IT solutions to give Chain Logistics enterprise Gati for e-Commerce Operations | killexams.com Real Questions and Pass4sure dumps

    Tech company IBM has introduced that it is going to provide IT solutions to deliver chain logistics enterprise Gati Kintetsu categorical deepest restricted (Gati KWE).

    in response to market estimates, the e-commerce market in India is anticipated to grow 37%, to reach $20 billion this 12 months. “to meet the demands of an more and more savvy online population, dealers are beneath constant power to provide greater purchasing experiences throughout cellular instruments and shorter delivery times. This turning out to be e-commerce market poses a problem to logistics groups, who need to maintain pace with the client demand for straight available items offered at a aggressive fee,” IBM brought.

    Hyderabad-primarily based Gati’s start network contains air, street and rail insurance, operates a fleet of 3,500 vehicles with greater than three,000 enterprise partners across India. To control an expanding quantity of business with a multitude of marketers, Gati KWE tapped into IBM Commerce capabilities to combine and coordinate the complex and time-delicate move of items from warehouse to store to home, IBM noted.

    “by means of the year 2020 outsourced eCommerce success and linked value added features are poised to develop to a dimension of Rs 3000 crore ($500 mn),” in accordance to Dhruv Agarwal, executive vice chairman, Gati.

    through implementation of this solution, Gati KWE goals to corner a dominant share of the alternatives in the e-achievement phase, he introduced. The solutions should be carried out by using IBM and IBM enterprise associate Bridge solutions.


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    IBM Commerce Solutions Supply Chain Mgmt Technical Mastery Test v1

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    A Central Address for 7,000 SAP Users | killexams.com real questions and Pass4sure dumps

    Sappi Ltd.Sappi Ltd.

    In a history that stretches over more than 70 years, the Sappi Group has grown continuously with a series of acquisitions. Today the corporate group unifies a variety of previously independent production facilities. Its IT landscape is just as complex and unique as its business. To balance the load on its operations as efficiently as possible and to optimize the value chain in South Africa, Europe, North America, and the Asia-Pacific region, the paper manufacturer uses SAP software. Along with SAP R/3 and business intelligence functionality from SAP, the company uses mySAP Supply Chain Management (mySAP SCM) and mySAP Customer Relationship Management (mySAP CRM) to support its logistics, sales, and distribution processes. SAP Advanced Planning & Optimization (SAP APO) supports the simulation of requirements and SAP Enterprise Buyer (SAP EB) serves as the basis for the group’s comprehensive purchasing portal. Electronic data interchange (EDI) and archive solutions enhance the IT environment. Overall, the SAP landscape at Sappi consists of 30 systems spread over 100 CPUs.

    Two separate landscapes move toward each other

    Currently, the paper manufacturer’s SAP environment is split in two. One environment serves users in South Africa; another environment serves employees in Europe, North America, and the Asia-Pacific region. Until the fall of 2005, two different service providers in South Africa and Europe operated the SAP installations. But the medium-term goal at Sappi is to consolidate its SAP landscapes into one worldwide system to enable uniform business processes for its numerous locations around the world. That’s why the group looked for a service provider that could operate both landscapes from one source and ultimately merge them into a global installation.The choice was T-Systems Austria. The company made a convincing case for itself because of its flexible pricing, which enabled Sappi to forecast its costs exactly. Its service offering was also impressive. “The decisive factors included a cost-effective solution, very flexible and customer-focused service, and on-site assistance,” says Guido Lauwers, the CIO of the Sappi Group. He believes the group’s SAP installation is in good hands at T-Systems Austria. “T-Systems bends over backwards for Sappi,” says Lauwers.Even before the contract was signed in the summer of 2005, the service provider proved itself when Sappi needed to implement new software. Without any bureaucratic haggling, the T-Systems team set up the new infrastructure and installed the software – even before it had taken over operations of the SAP installation in South Africa. The SAP team at Sappi simply had to perform quality assurance, which it could accomplish over remote access.

    No risk for day-to-day business

    One of the conditions for the transfer of the SAP landscape was keeping the existing IBM AIX system platform. Sappi did not want to accept any risk to the day-to-day operations of core SAP functionalities, such as materials management, financial accounting, and human resources or to SAP APO by migrating the operating system. Given the complex system layout, which includes a large number of interfaces and scripts, the effort needed to install a new operating system and the danger of errors were unacceptable risks.In the T-Center computer center, IBM p5 servers serve as the basis for the cluster computers and database servers of the Sappi installation. Because of its modular system nodes and dynamic portioning abilities, the architecture serves as a platform for the adaptive computing concepts of T-System customers. Sappi uses adaptive computing in a targeted manner with database services and SAP APO. For the most part, the applications run on HP Blade servers with Intel processors on Linux, which also provides resources for flexible, customer-independent adaptive computing.Because the paper manufacturer uses SAP software as a strategic platform for all its business processes – from procurement to payroll accounting – its SAP installation is one of the most functionally comprehensive in the computer center of T-Systems. The complex computer infrastructure demands good documentation and effective monitoring to avoid disruptions to operations and to correct errors quickly.

    Transferring data halfway around the world

    The greatest challenge of the project was transferring data from group headquarters in Johannesburg, South Africa to Vienna, Austria. The transfer involved moving a terabyte of data just for the production systems; the development and test systems required were two-and-a-half times that volume. Because Sappi planned to covert the South African applications in September 2005, the migration had to be complete only eight weeks after the contract was signed. By the end of 2005, the data had to be moved to Vienna for the SAP users in Europe, North America, and the Asia-Pacific region who previously used systems operating in Schweinfurt, Germany.The project began in July 2005 with the design of the system, hardware installation, and testing. The data was placed on storage media and flown from South Africa to Vienna. It was then migrated to the new systems over one weekend. “The different approaches to work caused by cultural differences were a special challenge to our team. They were taken into account as part of the transition phase in the various regions of Europe and South Africa and played an important role in the project. Despite the perfect mastery of all technical and highly complex requirements, we ultimately focused on the human beings involved, which is true of all global projects undertaken by T-Systems,” says Larissa Gaugl, transition manager of the project.

    Ahead of schedule

    Although the project involved 30 SAP systems halfway around the world, T-Systems Austria completed the conversion phase as planned. This successful conversion project earned the service provider third place in the International Project Management Award (IPMA) in Shanghai, China.The system landscapes for South Africa and those for Europe, North America, and the Asia-Pacific region now run in parallel on separate infrastructures in the T-Center computer center. Integration of the applications on a foundation of mySAP ERP 2005 is planned for September 2007. Sappi is also considering an upgrade to SAP NetWeaver 2004s.Today, 5,500 Sappi employees on four continents access the SAP infrastructure in the computer center in Vienna in parallel. The group has only one contact person for all questions about the operation of its corporate solutions. And Sappi has moved one step closer to meeting its goal of consolidating its SAP landscape around the world and setting up uniform business processes. As CIO Lauwers says, “After one year of operations, I can clearly say that this outsourcing project has reached its planned objectives. Sappi was able to reduce its outsourcing costs substantially and took an important step toward the realization of a single SAP system. T-Systems has proved itself to be a real partner by creatively working together with Sappi to develop solutions. Sappi has a very complex environment and tends to implement the newest tools from SAP. Although the right knowledge is not always available for the tools, T-Systems puts the necessary resources in place to implement the tools successfully.”

    Karl SträsslerKarl Strässler

    How to win at the digital transformation of Procurement? | killexams.com real questions and Pass4sure dumps

    “Procurement-as-a-platform” is what digital Procurement is about!

    All the companies I mentioned at the beginning of this article share the same operating model. This model has been brilliantly described by Aaron Dignan:

    His model (Purpose, Process, People, Product, and Platform) is interesting as it extends the classic People, Process, and Technology (or Talent, Transition, and Technology — How Do We Drive Technological Advances? Part I, Sourcing Innovation). It also puts front and center crucial aspects unique to the full potential of a true digital transformation.

    “[Companies like Amazon, Airbnb, and Uber] aren’t just market matchmakers using data-driven algorithms to drive better buyer-seller matches; they invest in new value creation. In platform markets, cultivating user capability becomes as strategically important as reducing transaction costs. Successful platforms empower their users”. The Best Platforms Are More than Matchmakers, Harvard Business Review.

    Envisaging Procurement as a platform brings together, in a coherent and consistent “package” several characteristics and attributes that will contribute to Procurement’s survival and/or to elevating its role to a strategic one. It also creates the foundations required to be more adaptable and responsive to trends in the modern economy and society.

    For example, in another report, he Hackett Group lists the Five Imperatives for Creating Greater Procurement Agility:

  • Reallocate resources from transactional focus to value adding
  • Embrace digital transformation
  • Leverage analytics-based decision making
  • Adopt stakeholder/customer centric service design and delivery
  • Re-skill the Procurement function
  • PaaP addresses all five because platform-based operating models:

  • remove friction and focus on the object of the “transaction” by empowering and engaging parties to get and deliver more. They embed the principle that efficiency fuels effectiveness.
  • will also enable Procurement to support the digital transformation of the whole company.
  • can not exist without data (and a lot of data) as it fuels their recommendation engines and is the base of tailoring experiences to the specific needs of each user.
  • are a means to get access to more and, potentially, on-demand expertise by changing the way the workforce is managed and delivery channels (Procurement-as-a-Service, contingent workforce, gig economy…)
  • Also, looking at Procurement as a platform is coherent with the peculiar role that technology plays in today’s digital and physical business world.

    “The effect of digital technologies is to blur the distinction between creating value in the tangible world of atoms and creating value out of the data that comes from sensing and controlling that tangible world”. Digital to the Core: Remastering Leadership for Your Industry, Your Enterprise, and Yourself, Graham Waller & Mark Raskino.

    Purpose: empowered relationships as competitive advantage

    As a response to a world in constant change, long-term relationships between customers and suppliers in the supply chain is emerging as a critical way to get competitive advantages. It is what I described as SRM²:

    PaaP allows organizations to translate the SRM² principles into practice. It is because to function, platforms rely on:

  • an excellent understanding of each party (stakeholder/supplier) through data
  • a laser focus on delivering value (the definition of what the value is being variable from company to company and from category to category)
  • generating growth (reduction of waste, new markets, innovation…) by enabling participants to realize their full potential
  • This is what creates adherence and adoption.

    It is important to remember that it is not just about digital solutions. PaaP is about the whole experience of working with (and in) Procurement. It encompasses all the various touchpoints in the Procurement processes: the digital ones and the physical ones. Another key characteristic of PaaP is to deliver a first-class and experience (digital and in real life) removed of frictions, of unnecessary bottlenecks, and of unnecessary intermediaries.

    Process: experience, journeys, and touchpoints

    “Speed and access change everything. [M]assive organizations are feeling intense pressure to innovate, as unencumbered startups take shots across their bows. Legacy processes that enforce bureaucracy, command-and-control structures, waterfall development, and risk management are still largely the standard among big corporations, yet they are liabilities in this fight”. The Operating Model That Is Eating The World, Aaron Dignan.

    In many organizations, people complain about the technology that they use at work (and not just Procurement technology) and say “It should be as easy as Google or Amazon.” This explains why technology providers describe their offering to be Google-like or Amazon-like as they are what people often use as benchmarks. This shows that polishing and simplifying the design of the experience (the term experience covers the process and the technology that it supports) is important. (But, it would be a misunderstanding of the psychology of change to believe that it is the only aspect that matters for long-term adoption).

    “There can be little question that the relatively mundane, repetitive jobs in today’s Procurement functions will disappear. Indeed, that extends to many jobs that SHOULD be mundane and repetitive and are only ‘complex’ because we choose to make them so (and it should be noted, this is an issue that is endemic to business activity, in no way specific to Procurement)”. Procurement — it’s time for a re-birth, Tim Cummins, CEO of the International Association for Contract & Commercial Management (IACCM).

    As technology usually follows process, blaming technology to be too complex is very often a reject of the process itself. And, as the quote above illustrates, processes became complex by design (maybe not consciously, though).

    So, Procurement has to also move to an experience-based approach to designing its processes. Like it is the standard practice on the sales/marketing side of business. To do so, it should not only aim at automating current processes but at obliterating them:

    “Companies tend to use technology to mechanize old ways of doing business. They leave the existing processes intact and use computers simply to speed them up.” Reengineering Work: Don’t Automate, Obliterate, Harvard Business Review.

    Striving to remove frictions changes the perspective. Instead of continuing to do the same as before (and doing most probably like all others — the so-called best practices), it encourages to look at doing things that were previously impossible.

    “Challenging people to visualize processes as platforms completely changes how trade-offs between innovation, optimization, and user experience are debated and discussed”. Instead of Optimizing Processes, Reimagine Them as Platforms, Harvard Business Review.

    Here are a couple of examples of processes illustrating a user-experience based approach.

    - Touchless:

    The first example that comes to my mind is what Amazon did with Amazon Go.

    Beyond the buzz and technobabble, Amazon Go should provoke the interest of Supply Chain professionals.

    By the way, it is “just” taking the use of vending machines (for MRO, for office supplies, or other consumables) a step further.

    “We can start to imagine all those occasions and processes where the administration of stuff being handled, moved, bought, consumed could be made “touchless” — no need for the humans involved to do” anything consciously in order for the parties involved to know that the activity has taken place”. Amazon Supply Chain Innovation — Just Help Yourself!, Spend Matters UK

    Compare the seamless experience of Amazon Go with a typical consignment process! Now, imagine what that consignment process could be if it was designed in the same spirit as Amazon Go. The design of the experience is centered on “growth”. Meaning that it enables parties to mutually realize their potential and remove the superfluous from the foreground and make it happens behind the scenes.

    - Assistants and chatbots:

    Another illustration of entirely rethinking processes as experiences, journeys, and touchpoints to make them more efficient and effective (and in par with mainstream ones) is what I called a Procurement assistant:

    The idea behind the assistant is what the technology world is currently doing (Siri, Cortana…). Chatbots and conversational commerce are hot topics in the tech sphere. Even if no one has yet fully figured it out and moved beyond the gadget/geeky aspects (except, maybe, Amazon — again! — with Alexa), it is a massive opportunity to revamp experiences regarding interactions and personalization.

    - Blockchain:

    The blockchain, beyond Bitcoins and other digital currencies, has the potential to drastically change the way organizations manage transactions and the exchange of value. But there is more.

    As I mentioned earlier, PaaP supports the SRM² model. And, for the model to work, a certain number of conditions exist. One is trust:

  • between the supplier and the customer,
  • between the Procurement organization and the other departments,
  • between the Sales organization and the other departments.
  • These three “circles of trust” are the building blocks of a genuine dialogue (instead of one-way communications). Blockchain is the means to create digital trust between parties by bringing security and transparency in transactions.

    “[The] blockchain is a major breakthrough. That’s because its decentralized approach to verifying changes in important information addresses the centuries-old problem of trust, a social resource that is all too often in short supply”. Blockchain technology: Redefining trust for a global, digital economy, Michael Casey

    One of the more direct benefits of using blockchain is to lower transaction costs. From contracting (more on that later) to payments, blockchain removes intermediaries and fees. It is therefore the ideal solution to streamline processes where what you do to buy costs more (or close to) that what you actually buy. It will have Procurement rethink what to do with the tail spend! Also, the experience is quite different when compared to traditional processes. Easier and faster are the keywords as explained in this episode of the Thriving At The Crossroads podcast.

    In addition to payments, the blockchain opens new horizons for contract management. As Alec Ross says in “the industries of the future” (using the purchase of a house as an example), contracting hasn’t fundamentally changed in the last 45 years and involves a lot of papers, lots of signatures and lengthy procedures. It is because of the lack of trust between parties with regards to the financial transaction and the timeframe of such transactions. Also, the need to prove/define ownership adds to the burden. As already mentioned earlier, blockchain can make payments real-time, and it also solves ownership issues as blockchain records log who owns what in an easily retrievable (public), up-to-date, and secure manner (which also represents benefits for IP protection).

    On top of that, execution of contracts can be drastically streamlined and automated with smart contacts:

    “A smart contract has the capability to facilitate, execute and enforce the performance of negotiation of a contract. The entire lifecycle of a smart contract is automated and can provide valuable as a complement to or substitute to a legal contract”. Blockchain enabled Trust & Transparency in supply chains, Jørgen Svennevik Notland

    Source: How smart contracts automate digital business, PwC

    Other applications tap into the traceability and transparency that the blockchain embeds. By being a permanent and secure record of all transactions between all tiers of the supply chain, it can replace all existing paper-based systems. Plus, as it is available publicly (anyone or all partners in a network), it is broader and deeper than usual practices that only apply to Tier 1 (sometimes Tier 2) suppliers.

    “The project — a collaboration between Walmart, IBM and Tsinghua University in Beijing — was first unveiled in October, when the project partners claimed they were creating a new model for food traceability, supply chain transparency and auditability. “By harnessing the power of blockchain technology designed to generate transparency and efficiency in supply chain record keeping, this work aims to help enhance the safety of food on the tables of Chinese consumers,” noted an IBM press release. In fact, the pilot project was initially planned to track and trace Chinese pork; U.S. produce was added later.” Walmart Testing Blockchain Technology for Supply Chain Management, Bitcoin Magazine.

    Blockchain may sound like science-fiction or for the uber-geeks only, but it is not. Mainstream companies and actors use blockchain or enable the use of it. For example, Microsoft. Also, blockchain exemplifies the “platform” philosophy. Organizations can build numerous applications on top of the blockchain architecture (technical platform). Also, it removes friction and intermediaries allowing

    “The notion of shared public ledgers may not sound revolutionary or sexy. Neither did double-entry book-keeping or joint-stock companies. Yet, like them, the blockchain is an apparently mundane process that has the potential to transform how people and businesses co-operate”. The promise of the blockchain. The trust machine, The Economist

    All the examples I just mentioned illustrate the fact that Procurement has to think about engaging internal customers/stakeholders and suppliers in different ways. Procurement has to build omnichannel and replicable but unique experiences that fits with:

  • the type of purchase,
  • who purchases,
  • the context of the purchase.
  • - Human touchpoints:

    The concept of omnichannel experiences extends to the real world. Not everything is about technology and digital. Human touchpoints are also very critical to manage, maintain, and nurture relationships.

    For example, organizing business reviews (BR) with key stakeholders and with major suppliers is an opportunity to look at the business from a different perspective than during day-to-day interactions. Here too, it is crucial to design the BRs in a way that matches the relation and the business needs. BRs are moments where involved parties have more intimate and trust-based exchanges about where they are and where they want to go.

    In the same spirit, setting up “single points of contacts” (SPOC) participates, like the BRs, to creating more proximity and intimacy between Procurement and stakeholders.

    “The client contact is mapped out, and the procurement team becomes aware of every senior new role or person in the organisation they need to consider. They execute these important steps — they contact and communicate with them; they make a point of understanding their particular business objectives; they understand what type of person they are; they collect information and keep up to date with issues and goals in those business teams”. The Fujitsu Procurement Transformation Story (Part 2), Spend Matters UK

    The same is transposable to the supply side: one buyer is assigned as the main contact of a supplier. He is able to speak for the whole organization during BRs, negotiations, and escalations. That gives him access to a higher level of interlocutors at the supplier. It also provides the suppliers with privileged access to information, market, and power.

    People: new ways to manage talent

    Physical touchpoints exemplify that business is Human-to-Human (H2H) and that all of it must not be left to technology. Considering Procurement as a platform whose primary objective is to efficiently and effectively manage the dependencies between an organization and its suppliers has the effect to position the choice of

  • delivery models (in-house, BPO, Procurement-as-a-Service,…),
  • organizational models (centralized, decentralized, Center of Excellence…),
  • workforce/talent management and enablement,
  • as somehow secondary and as a consequence of their purpose.

    Also, the various possibilities listed above can co-exist in the same organization. The principles of omnichannel and personalization also apply there. Depending on the category, the stakeholders, the internal resources, the organization can select the most appropriate model. The objective being to employ the best talent (from an individual and collective point of view) and to continuously adapt to the needs and the market.

    Many organizations do not have the required expertise available in-house for all the categories they manage. They focus on the most critical ones. And, because of a particular project or because of a merger & acquisition or because of the emergence of new technologies on the supply market, what was marginal may become vital. To ramp-up capabilities and to temper its talent, the organization can decide to:

  • train his current resources
  • source and hire new talent
  • tap into the gig economy (the market of independent contractors and freelancers)
  • rely on the wisdom of crowds (crowdsourcing, for example, is one of the many ways to use external resources for a specific task or problem instead of hiring a consultant or expert).
  • Technology (automation and AI) redistributes work and redefines skill sets. Cognitive Procurement is about “People + Technology” and not “People vs. Technology”:

    This reinforced collaboration with machines has profound impacts that PaaP can help mitigate as it provides a system that is more agile, scalable, and adaptable.

    “Automation has begun to displace human workers, as some predicted, but the effect is more than just replacement — it’s advancement. The influx of sophisticated technologies will enable us to think of work in new and innovative ways. […] We are witnessing the emergence of the “liquid workforce” and the “human cloud” as new workforce models. The “liquid workforce” refers to employees who are able to re-train and adapt to their environment in order to stay relevant during the digital revolution”. The future is automated. Here’s how we can prepare for it, The World Economic Forum.


    Tech start-ups thrive at UK universities | killexams.com real questions and Pass4sure dumps

    According to BERR, there are currently around 4.7 million SMEs in the UK today, but where are the new technology start-ups coming from? Steve Gold looks at the University of Manchester's commercial incubators and some of their business offspring.

    manc

    So you're a post-grad student - or even a humble student - studying for an IT qualification and you have a 'Eureka' moment, coming up with a revolutionary idea that breaks new ground in terms of efficiency and cost-effectiveness. Perhaps because of the academic nature of universities, these Eureka moments occur a lot more frequently than you might think and a growing number of universities now have the resources to assist staff, students and others, in maximising the benefits of their ground-breaking ideas.

    The University of Manchester is at the forefront of business incubation process and, according to Allan Pritts, the university's marketing manager, it has a proven track record of growing companies from scratch and helping them at key points in their development and commercialisation stages.

    The university was formed in 2004 following the merger of the Victoria University of Manchester (established 1880) and the University of Manchester Institute of Science & Technology (UMIST - established 1824) and is now the largest single campus university in the UK.

    The origins of Manchester University's business incubation facilities started in the 1980s and spun out of the uni's technology training operations. All of the staff in the university's technology departments, says Pritts, are aware of the incubation process and how it works. "As a result, they are always looking out for ideas from fellow staff and students that can be incubated. Once they spot a possibility, they can refer the ideas creator to the relevant incubation specialist and the process begins," he says.

    That's not to say that the road leading up to business incubation isn't a complex one. "The process of evaluation is complex. You have issues such as patents - we have in-house patent specialists - and whether there's a real market for a given product or service. All these factors need to be discussed by specialists before a project can get rolling," he says.

    Eureka concepts

    On average, the University of Manchester has around 250 invention records - as it calls Eureka concepts - that go through the initial stages of the business evaluation process every year. Most do not see the commercial light of day, but they all get a fair crack at the incubation process.

    Once university staff involved in the start of the incubation process have decided an idea is viable, a decision on whether to licence the technology for use within the University's operations, or to spin the technology out to a third-party firm, is taken. It's at this stage that the university's two commercial arms - UMIP (University of Manchester Intellectual Property) and UMIC (University of Manchester Incubator Company) - enter the frame.

    Generally speaking, UMIP fosters ideas and develops them for licensing to third-party companies, while UMIC helps finance - from an ongoing fund of £32m pounds - and incubate new companies to develop the Eureka ideas plus concepts.

    Wholly owned by the university, UMIP is a limited company with around 40 staff - faculty oriented business management teams, backed up by a central office that provides company secretarial, marketing, legal and financial expertise. UMIP's role is to manage intellectual property created at the university, with the company holding the university's patent budget, managing its awards programme and providing access to spin-out investment funds via The UMIP Premier Fund. UMIP even has its own annual target of reaching 20 licences with commercial companies for its intellectual property, as well as selling shares and collecting royalties on a regular basis.

    UMIC, meanwhile, provides facilities office and other, as well as the management skills to get a new company rolling and help develop the Eureka idea right through to the commercialisation stage. The university-owned company's services including business mentoring and incubation services, offering experienced business support for start-ups, as well as introducing the ideas-makers to contacts in the wider world via a series of planned events and conferences.

    According to Pritts, UMIC has been also been able to attract a number of high value third-party new companies to its incubation operation, ever since it was formed in late 1999.

    Spotlight on the firms

    One of its latest successes in the new IT company stakes is Greenlight Computers, a firm which managing director Gary Dodson describes as "dolphins in a sea of sharks," and which provides out-sourced IT support services to 150-plus clients in north-west England. The fledgeling company's support services include networking, infrastructure design & supply, data management, IT security, email management, web mastery and other specialist technology facilities.

    The two-year-old firm is currently developing shared IT service for central Manchester under the `M1' brand, which signifies the centre of the city's post code. With M1, Greenlight says it wants to create a marketplace where central Manchester businesses can make themselves visible to others in the area.

    In the UMIC incubator itself, meanwhile, the university has several high-tech firms in various stages, including: IPix, an LED design company; MobySoft, a mobile solutions firm; NWT, an internet content filtering enterprise; and Sparta Technologies, an IT services company;

    LED design company iPIX is developing a new generation of entertainment industry LED technologies and has just unveiled a high-powered LED system called the Satellite.

    Mobysoft, meanwhile, is a child of the late 2000s, providing mobile-enabled services to a range of companies that includes Accumus Insurance and the BBC. The fledgeling company's technology includes custom text message-based software for use out in the field, as well as an Oracle software add-in that allows text messages to be generated automatically.

    NWT is working on a technology called Inteliguard, which its describes as one of the first of a new generation of profiles-based intelligent internet content filters for the educational, business and internet service provider sectors.

    On the intellectual side of things, Sparta Technologies is a team of programmers who offer a range of coding services to the public and private sector in the NorthWest, claiming to offer a highly cost-effective set of services.

    Newcastle gets a look in

    Over the Pennines, Newcastle University is supporting business incubation through NETpark (North East Technology Park) and, courtesy of an investment of £7.2m from the government, a state-of-the-art scientific centre.

    NETPark  is said to be one of the fastest-growing science parks in the UK, with a focus on the physical sciences, particularly plastic electronics, micro-electronics, photonics, nanotechnology, and their application in the fields of energy, defence, and medical-related technologies. It was was founded by Durham County Council along with several other partners and is managed by the County Durham Development Company. The vice-chancellors of all five North East universities (including Newcastle) are on the board.

    The park, which has an astonishing 118 companies on its books, has even gone virtual this year, with the creation of NETPark.Net, a virtual science park and technology park with virtual office facilities. These facilities allow new science and technology companies throughout County Durham and the North East - as well as companies fostered within the university incubation programme - to open up on the internet with personalised content and pro-active information via an online platform. Start-up costs come in at just £99.

    The £7.2m University Innovation Centre for Nanotechnology, meanwhile, and which forms part of the university's INEX incubation operation, was opened earlier this year by the Chancellor of Exchequer, Alistair Darling. The Newcastle investment forms part of a programme of investment in the North East that includes a £10m fund to invest in green technologies such as solar photo-voltaics projects seen in the ground-breaking solar panel facade on the Northumberland Building at the University of Northumbria.

    The commercial arm of Newcastle University - INEX - describes itself a contract development, manufacturing and& commercialisation centre for specialist electronic devices, microsystems and nanotechnology (MNT). According to the university, ever since its formation in late 2002, INEX's main aim has been to work with technology innovators and systems integration firms to develop and commercialise new technologies and products.

    Interestingly - and largely thanks to its public sector funding origins - INEX is now the largest microsystems and nanotechnology facility in the UK, with microfabrication clean rooms, packaging and test facilities, analytical and bioscience laboratories, and an associated IT business incubator.

    INEX's latest claim to fame is a project to help sufferers of age-related brain damage recover lost functions through the use of microchip implants. Under the Renachip project, which is being funded by the European Commission's FP7 programme, INEX is managing a Europe-wide study of technology which may have the potential to rehabilitate damaged parts of the brain, using specially-developed prosthetic chips. The project is still at an early stage, but project manager Angela Silon says that INEX's partners are testing the biomimetic technology on a model of the brain's neural network that controls the eyeblink learning response.

    Inter-university relations are high on the agenda at INEX, as the operation's compound semiconductors division starting working with the microelectronics and nanostructures group at the University of Manchester late last year, to develop a new generation of InP high-speed devices. InP devices, in case you were wondering, support high-speed links on point-to-point microwave links and communications and vehicle-based radar in the private sector, as well as in defence applications such as electronic warfare, missile seekers and radar.

    The objective of the link-up between INEX and Manchester University is to develop a route for the commercial exploitation of the technology, which both university operations are developing. According to Mo Missous, Professor of Semiconductor Materials and Devices at the University of Manchester, the collaboration is a natural progression for the university.

    Professor Ken Snowdon, INEX's managing director, meanwhile, says the link-up, which is being supported by a commercial partner Integrated Compound Semiconductors, will help the formation of a supply chain for InP high speed devices. This, he says, represents a further important milestone in the delivery of INEX's mission as a national facility to support the growth of the UK's micro- and nano-technology enabled high technology industry.



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